The portfolio lens — each division & growth engine's revenue, margin journey, modernization and value-added mix as Arvind moves up the value chain.
The value-chain shift is working — ₹1,117 Cr of division EBITDA and 73% of the value-add plan banked — but 4 maturing engines (₹5,053 Cr revenue) still hold blended margin back. Finish their modernization to close the gap to a fully value-added portfolio, the highest-return work in the company.
3 of 4 headline metrics improving vs prior · still off target: Cost & Sustainability Savings Realization 74.0% vs 100.0%, EBITDA Margin 10.8% vs 13.0%, DSO (Days Sales Outstanding) 52d vs 48d
Avg value-add capture is only 73% of plan; the unrealized balance is margin already in the strategy but not yet earned.
Envisol is the least-modernized engine on value-add capture; a 90-day plan on the gap is unrealized EBITDA.
Extend forward cotton cover; reforecast H2 margin net of input inflation.
Firm Shankar-6 prices + overdue AR pressuring near-term gross margin.
Gates the program go-live (SAP S/4, MES & sustainability).
Arvind is built division by division, fibre to fashion. This view shows, for each division & growth engine, where its margin started vs what it earns now — and flags the maturing engines where richer value-added mix, faster cash and higher margin are still on the table.
Modernizing the 4 maturing engines (programs, AMD – Human Protection, AMD – Composites / Industrial, Envisol) closes the gap to a fully value-added portfolio — the single highest-return work in the company.
Each card: how the margin has moved since the engine scaled, how far modernization has gone, and the next move.
Each division ranked within the set on five KPIs (direction per metric), then a composite Overall Rank from summed rank points — the dashboard's RANKX leaderboard. Top & bottom highlighted.
| Overall | Unit | Revenue↑ better | EBITDA ₹Cr↑ better | Value-added↑ better | Value-add %↑ better | DSO gain↑ better | Rank pts |
|---|---|---|---|---|---|---|---|
| 1 | Woven / Shirting | ₹2,800 Cr#1 | ₹294 Cr#1 | ₹980 Cr#1 | 90%#2 | 12d#2 | 7 |
| 2 | heritage core | ₹1,450 Cr#3 | ₹138 Cr#4 | ₹430 Cr#5 | 92%#1 | 14d#1 | 14 |
| 2 | programs | ₹1,900 Cr#2 | ₹219 Cr#2 | ₹760 Cr#2 | 74%#5 | 10d#3 | 14 |
| 4 | AMD – Human Protection | ₹950 Cr#5 | ₹152 Cr#3 | ₹600 Cr#3 | 78%#4 | 10d#3 | 18 |
| 5 | Knits | ₹900 Cr#6 | ₹90 Cr#7 | ₹300 Cr#7 | 84%#3 | 9d#5 | 28 |
| 5 | AMD – Composites / Industrial | ₹800 Cr#7 | ₹112 Cr#5 | ₹520 Cr#4 | 55%#6 | 8d#6 | 28 |
| 7 | Envisol | ₹1,403 Cr#4 | ₹112 Cr#5 | ₹380 Cr#6 | 40%#7 | 6d#7 | 29 |
Higher EBITDA, revenue, value-added revenue and value-add mix rank better; DSO gain = days of receivables improvement since the engine scaled (more = better). Composite rank points are the sum of the five per-KPI ranks (lower = better).
As-scaled → current across EBITDA, DSO, modernization and value-add mix.
| Division | Scaled | Revenue | Value-added rev | EBITDA | DSO | Modernized | Value-add % | Status |
|---|---|---|---|---|---|---|---|---|
| Denim (heritage core) | 1987 | ₹1,450 Cr | ₹430 Cr | 8% → ₹138 Cr | 68→54d | 100% | 92% | Integrated |
| Woven / Shirting | 1995 | ₹2,800 Cr | ₹980 Cr | 9% → ₹294 Cr | 64→52d | 100% | 90% | Integrated |
| Knits | 2008 | ₹900 Cr | ₹300 Cr | 8% → ₹90 Cr | 62→53d | 95% | 84% | Integrated |
| Garments (programs) | 2012 | ₹1,900 Cr | ₹760 Cr | 9% → ₹219 Cr | 66→56d | 82% | 74% | In progress |
| AMD – Human Protection | 2015 | ₹950 Cr | ₹600 Cr | 12% → ₹152 Cr | 70→60d | 80% | 78% | In progress |
| AMD – Composites / Industrial | 2018 | ₹800 Cr | ₹520 Cr | 13% → ₹112 Cr | 72→64d | 60% | 55% | In progress |
| Environmental (Envisol) / Circularity | 2020 | ₹1,403 Cr | ₹380 Cr | 7% → ₹112 Cr | 69→63d | 45% | 40% | Early |